Organisational Climate Essay - 1531 Words

Organisational climate and job satisfaction are separate, but related constructs and both affect the understanding of the working environment and employee level of job satisfaction. Purpose of this essay is to explain the relationship between organisational climate and job satisfaction to determine the perception of the employees working environment influence whether their level of satisfaction. Organisational climate is a relatively enduring quality of the internal environment of an organization that (a) is experienced by its members, (b) influences their behavior, and (c) can be described in terms of the values of a particular set of characteristics (or attributes) of the organization (Mullins, 2013). Organisational climate in†¦show more content†¦Organisational climate and job satisfaction are interrelated constructs (Al-Shamarri, 1992; Keuter, Byrne, Voell and Larson, 2000). Organisational climate is focused on organisational/institutional attributes in the perception of members of the organisation, while satisfaction with work addresses perceptions and attitudes that people have to show their work. Organisational climate is an important component that has significant implications for understanding of human behavior on organisations. There are many studies on the relationship between organisational climate and job satisfaction. In a review of studies investigating the organisational climate and job satisfaction, Peek (2003) found that organisational climate that exhibits characteristics such as a high degree of autonomy, provides an opportunity for employees to have a constructive relationship, showing interest and concern for their employee, recognizing the achievements of staff and conduct of employees in high regard result in more satisfied employees. Lawler (1976) explains that internal rewards can satisfy the need of a higher order, such as a sense of duty and achievement and satisfaction, using their skills and abilities. Robbins, Odendaal and Roodt (2003) indicate that internal factors like stroke, promotion, recognition, responsibility and achievement related to job sati sfaction. Job satisfaction can be measured in two ways, on the verge of approach orShow MoreRelatedThe Structure Of Supply Chains1324 Words   |  6 PagesClimate change, in 21st century, is an increasingly alarming issue and its negatively far-reaching effects on humanity can no longer denied. In terms of businesses, enterprises must seal their ultimate goal – maximising profit – with environmental protection because â€Å"consumers concern about global climate change within the context of sustainable consumption† (Newman et al. 2012, p. 511). The structures of supply chains, specifically, are believably one of the most vulnerable to environmental changesRead MoreThe Effects of Ethical Climates on Bullying Behaviour in the Workplace13824 Words   |  56 PagesJournal of Business Ethics (2009) 86:273–295 DOI 10.1007/s10551-008-9847-4 Ó Springer 2008 The Effects of Ethical Climates on Bullying Behaviour in the Workplace  ¨ Fusun Bulutlar  ¨  ¨ Ela Unler Oz ABSTRACT. Various aspects of the relationship between ethical climate types and organizational commitment have been examined, although a relationship with the concept of bullying, which may be very detrimental to an organization, has not attracted significant attention. This study contributesRead MoreObjectives Of Implementing The Vision1133 Words   |  5 Pagesyou should give good examples for each! Goals: To gradually progress to a low or zero carbon economy to mitigate the effects of drastic climate change. 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The Communist Manifesto, by Karl Marx - 864 Words

Marx’s ideals of communism were drawn from the realization that the cycle of revolutions caused by the class struggles throughout history lead society nowhere. Society as a whole was more and more splitting up into two great hostile camps, into two great classes that were directly facing each other—bourgeoisie and proletariat. According to Marx, in order for society to further itself a mass proletarian revolution would have to occur. The bourgeois, who were the employers and owners of the means of production, composed the majority of the modern capitalists. It was these individuals that controlled the capitalist society by exploiting the labor provided by the proletariats. For example, the bourgeoisie make property into a right†¦show more content†¦Such a large employee workforce was no longer needed, but man was not completely replaced. The machines still needed to be operated which left many people with continued employment, only the addition of competi tion was added to the mix. However, the means of production were still present and that continued to let the bourgeoisie remain in power which Marx viewed as injustice of exploitation. Marx views capitalism in a multitude of ways, one of which was the theme of injustice of exploitation. The capitalist system is grounded, independently of this or that political economy, on the unpaid surplus labor of workers, giving rise to, through â€Å"surplus value,† all forms of rent and profit. The extreme manifestations of this social injustice are the exploitation of children, miserable wages, inhuman working hours, and the sordid conditions of working class life. To the bourgeoisie, the family was merely another factor of production. The bourgeoisie viewed his wife as property to be exploited. They viewed their children to be property and factors of production. Seeing as how labor was the proletariat’s only resource, Marx says, â€Å"Children transformed into simple articles of commerce and instruments of labor.† Marx was no proponent of abolition of the family. He was, however, in favor of removing the negative stigmas placed on the labor and gender rolesShow MoreRelatedKarl Marx And The Communist Manifesto1044 Words   |  5 Pagesworld was forever changed when Karl Marx published The Communist Manifesto, the ideas of a stateless and classless society would inspire many, and forge the path that many nations would follow, and give rise to numerous conflicts throughout the 20th century. Karl Marx was born in Trier, Germany on May 5th 1818. During his early years he studied philosophy and law, in 1834 Marx had moved to Paris and had adopted a radical view of socialism known as communism. 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Importance of Operations Management For an Organisation

Questions: Task 1- Importance of operations management for an organisation- Operations functions of furniture manufacturer- Operations management explanation of Furniture Company through process model- Three Es-Economy, Efficiency, Effectiveness- Tension between cost minimization and quality maximization- Evaluation of the significance of the five performance objectives cost; dependability; flexibility; quality and speedTask 2- Linear programming and evaluation of critical path analysis and network planning- Design and discuss possible layouts for producing furniture and clearly define operational outcomes- Network plan and resultant critical path for sofa making process of Furniture Company- Identify approaches can be used for project management and quality control in sales, stock or purchases process Answers: Introduction In every business organisation, operations management and strategic planning are two critical elements which are closely associated with each other (Stevenson Hojati, 2007). Operations management can be defined as an area of management which if focused on aspects such as overseeing, designing, and controlling the process of production and redesigning various business operations in the production of goods and services (Krajewski Ritzman, 1999). Role of operations has major importance when it comes to manufacturing based organisation, where production of some product takes place. In such context, operations can also be defined as a coordination of various activities which are part of the production process (Voss et al, 2002, pp.195-219). Operational managements core aim is to ensure that in the end of the production cycle output should be such that it should have certain value for the customer (McCutcheon Meredith, 1993, pp.239-256). Purpose of this task is to understand the concept of operations management and its association with strategic planning. Based on the case study, relevant analysis will be done to organize a typical production process and relevant techniques to the production of an operational plan will be discussed. Task 1 Report for Task 1 is based on the example of a furniture supply company which provides finished goods to the leading furniture retailers. As part of their review process, company is reviewing its management of operations, so that it can further improve efficiency and effectiveness of the business. Importance of operations management for an organisation For an organisation operations management can enable it to achieve several objectives (Slack et al, 2010). These objectives however can be categorized into two categories: Customer service: The first aspect which reveals importance of operations management is the fact, that operations management helps an organisation to effectively utilize its resources, in order to fulfill requirements of the customer. Due to this reason, customer servicing becomes a key objective of the operations management. In terms of cost incurred, and time lapsed to deliver the product to the end customer, operations management plays an important role in deciding these two aspects (Heizer et al, 2004). For example if the furniture manufacturer company cannot fulfill demand of its retailers for making a cupboard of certain quality which is in demand, then its blame can be partially shifted towards the inefficiency in the process of operations management. Hence, often it has been said that providing right thing at a right cost and at right time is the key focus of the operations management, which helps the organisation in improving the customer service aspect. Various aspects related to customer service is displayed in below table: Figure 1: Aspects related to customer service Resource utilization: Operations management is also important for an organisation because it helps in effective utilization of resources (Gaither, 1987). Even though customer servicing is important, but judicious utilization of resources available with the organisation is equally important as well. Hence, operations management helps in obtaining maximum effect from the resources or minimizing the loss or waste of resources. It is also important to understand that improvement in any of the objective often impacts the other objective in negative sense, hence it is important to ensure that the organisation tries to achieve the balance between the two objectives. Operations functions of furniture manufacturer Within an organisation there can be numerous operations functions. In this case the organisation under analysis is a furniture manufacturing company. Before identifying the operations functions for the furniture manufacturer, it is important to understand that the core functions remains the same across manufacturing industry (Russell Taylor, 1998). Hence whether it is manufacturing of an automobile or manufacturing of a furniture the core concept of operations management will remain same. Below displayed image represents the overall process of operations management and various functions involved in it. Figure 2: Overview of the operations management It can be clearly seen that operation management is one part of the entire production system. Hence, core elements of the operations management are: Operations strategy Design Planning and control Improvement Hence, in case of the furniture manufacturing company following are the core functions: The marketing (including sales) function: this function is responsible for communication of organisations furniture products to the retailer which helps in creation of customer requests for the product (Krajewski et al, 2007). The product/service development function: In the furniture company, this function is responsible for creation of new or modified products, so that future customer request can be generated, and existing customer requirements can be fulfilled (Chase, 2012). The operations function: Operations function is responsible for fulfillment of customer request for service by production and delivery of furniture to the retailers. Hence, a typical operational activities for the furniture company will be: Purchase of raw material such as wood and fabric Hiring laborers, workers Finalizing the design of the furniture product Purchase of tools and equipment required for the production Supplying the finished goods to the end retailer Hence it can be said that for a furniture company, there are multiple functions which are responsible for production of the final good delivered to the retailer. Operations management explanation of Furniture Company through process model Operations management of the furniture company can be explained through input-transformation-output process model. For the furniture company, its operation will be focused on changing inputs to outputs. The process of conversion of input to output in operations management can be understood through transformation process model, which is displayed below: Figure 3: Transformation process model In operations management, input, process and output derived from it differs from one industry to another (Aquilano et al, 1991). In this case, where Furniture Company is being considered, then the primary input in form of material will be wood along with other raw material such as polish, fabric etc. Hence following are the elements of input for the furniture company: Input: In terms of input materials such as wood will be required. Since the operation is focused on transforming the raw material into physical product, hence material will be the core input. For example, for manufacturing of a wooden cupboard, process will involve input of wood (or metal), polish, customer requirement etc. Transformation process: Once the input is received and there is clear understanding about the desired output, transformation process begins. As part of the transformation process Furniture Company will create the desired furniture (in this case a cupboard) as per the customer specification. Output: Once the transformation process ends, a tangible product having some specific market or customer value is created (Stuart et al, 2002). Product created can be then shipped to the retailers for the selling process, often there are several organisation consider logistics as part of the operations management, but it is important to understand that logistics or shipping of the final product is part of the larger supply chain which the organisation is managing. As part of the process model for the Furniture Company, the product which will be produced towards the end of the process model will be tangible in nature. However, in generic sense it can be said that output from most types of operational process model is a mixture of goods and services, which completely depends on the fact that in which industry the organisation exists (Evans, 1997). For example output in a petrochemical based company will be different when compared to an organisation in furniture industry. Three Es-Economy, Efficiency, Effectiveness In operations of an organisation, determination of what to measure is a key issue for performance measurement. In this context, transformation model can be taken as a baseline for classification of performance measures (Schonberger Knod, 1994). Hence, there are three types of measure which can be identified dependent upon the point in the process that they provide information. These measures are also known as Three Es-economy, efficiency and effectiveness. Economy: Measure of economy helps in determination of the cost associated with the goods and services which are required as inputs for the process of operation (Fitzsimmons Fitzsimmons, 2006). There might be a misunderstanding that procuring the input material at the lowest possible cost is the most logical option for an organisation like Furniture Company. However this thought might not be correct in all the scenarios. Objective of purchasing activities and its measure as performance depends on other three factors such as quality, quantity and timing of the purchase (Chase Aquilano, 1989). Hence, for example if the furniture company decides to procure raw material in form of wood at high cost then current market price in a dull market season then obviously it is not wise decision, because high input cost will ultimately impact the final price of the product, and with low customer season retailers might find it hard to sell the high priced products. Efficiency: Measure of efficiency is a straightforward measure. It helps in analyzing the performance on the basis of input utilization and the final product produced (Thomas Griffin. 1996, pp. 1-15). For example if the furniture is able to develop two cupboards in 1 day with $500, whereas its closest competitor is manufacturing same cupboards in same number and same time but at cost of $350 then definitely furniture company has efficiency related issues in its operational process. In a way this measure of efficiency helps the organisation to fine tune its operational process so that it can achieve optimum utilization of its resources, and achieve efficiency (Heizer et al, 2014, pp.438-450). Effectiveness: Measure of effectiveness measures the fact that, to what extent the product which has been developed as part of the transformational process has been able to meet customer expectation. Hence, if Furniture Company manufactures an iron cupboard with loose fittings, then end customer will never accept the product due to its poor quality, which means that all the input in terms of time and material gone into manufacturing of that iron cupboard will be going waste. One approach is to measure levels of customer satisfaction directly, for example, through customer satisfaction surveys. It might also be possible to use indirect measures of customer satisfaction, perhaps based on sales figures such as market share (Rotaru et al, 2014). Tension between cost minimization and quality maximization In operations, there is constant focus on cost minimization of the transformation process and maximization of product quality. In an ideal operational process an organisation will always seek least possible input cost, with highest possible quality of the product to be manufactured. However, this idealistic condition is never achievable in real life scenario. In a cutting edge competitive environment, organisations are continuously trying to find ways through which they can reduce the cost of operations, but it is necessary to understand that in real life it has been seen the in order to achieve a high quality product, high quality raw material is required which comes at a high cost. For example, if the furniture company decides to build a cupboard with high grade iron, then it becomes obvious that cost of high grade iron will be much higher as compared to the normal iron used for the manufacturing. In such situation for the manufacturer there will be constant pressure on achieving c ost minimization and quality maximization, which will be hard to achieve. In attempt to minimize the cost, at times manufacturer of the product might have severe negative impact on the quality of the final product. Achieving the balance between the two factors has become one of the major challenges for the organisations today. That is why organisation continuously focuses on strengthening their supplier network so that they are able to get cost optimization in their raw material required to produce a product. Evaluation of the significance of the five performance objectives cost; dependability; flexibility; quality and speed In operations five performance objectives cost, dependability, flexibility; quality and speed holds the key to success for any organisation. Dependability: As a performance objective, dependability factor helps in setting a baseline for the product in terms of its quality, which means that after production, how dependable a product will be. For example, furniture company famous for its wooden cupboard among retailers due to the fact that, the wooden cupboards it produces comes with a manufacturer warranty of 2 years, and majority of them do not have any issue in these two years, this aspect reflects the dependability aspect of the product and also highlights high performance of the organisation. Flexibility: In operations management, the process of operation such as production or transformation from input to output should be flexible in nature. For example, if there is an urgent order of 10 wooden cupboard to be manufactured through an assembly line which is made for table production, then true performance in terms of flexibility can be measured by the fact that how flexible is organisation in changing its operational procedures to adapt the sudden change (Slack et al, 2013). Quality: as mentioned in above sections also, quality is one of the most critical parameter through which performance can be judged. For example, finished product like cupboard might have various parameters on which its quality might be judged. These parameters might be like finishing of the product, its sturdiness, longevity etc. Speed: performance measure of speed is often related to the time which is taken to produce a product. Hence, if to manufacture a table it takes, 1 day for the furniture company; whereas its competitor takes 12 hours then definitely Furniture Company has performance issues with speed of its operational processes. Hence, overall it can be said that operational management is a critical part of the business. It has major impact the strategic planning of the organisation. For example with focus on operations, organisation will be able to identify the input required for producing a product which meets the customer requirement, also since operations management has impact on the customer satisfaction, hence it becomes important during the strategy preparation to focus upon various elements associated with the operations management. Task 2 Linear programming and evaluation of critical path analysis and network planning It has been often seen in the operations management that there are complex situation which can be modeled by linear functions. However linear programming in operations management is used to obtain optimal solution to problems that involve restrictions or limitations such as: Materials Budgets Labor Machine time Hence, linear programming (LP) techniques consists of sequences of various steps through which it is possible to reach to an optimal solution to the problem, in a situation where optimum exists. It can be said that goal of LP is model is focused towards either maximization or minimization. Hence in a LP model following are the critical elements: Decision variables Feasible solution space Constraints Parameters In operations management Critical Path Analysis (CPA) has an important role to play. It is a project management tool that helps in identifying all the individual activities and processes that makes up the larger project. CPA helps in identification of the order in which each activity has to be taken up. It reflects that which activity can be only taken up once the activity preceding it is completed. Critical path helps in identification of the path or route in the production cycle which has no spare time in any of the activities and can be mentioned as the most efficient path to complete the production. Hence network planning can be defined as the process of identifying the network through which an entire production will take place. Design and discuss possible layouts for producing furniture and clearly define operational outcomes. Figure 4: Design of possible layouts for producing furniture and clearly define operational Above figure represents a possible layout for producing the furniture. This layout represents the process to manufacture a sofa. Hence if observed carefully then there are five sub processes which will complete the manufacturing of entire product. These processes are: Back cushion process Seat cushion process Arms process Seat process Back process Hence when all the above processes are completed, these individual parts are bolted together, and complete furniture is made. In this process it is important to understand that every part of the main product is being manufactured separately. Such layout planning helps in better customization and efficiency as each production process is dedicated for manufacturing of certain specific item only. Network plan and resultant critical path for sofa making process of Furniture Company Activity Activity detail Time A Make wooden arms and legs 3 days B Make wooden back 1 C Make wooden base 2 D Cut foam for back and base 1 E Make covers 3 F Fit covers 3 G Put everything together 1 In above example, it is important to note following points: Firstly B Must be after C A must be after B and C D must be after B and C E must be after D F must be after E G must be after A, B, C, D, E and F Hence based on above information, following is the result for the critical path Critical path length (equals total project duration): = 11.000 Tasks on the critical path (6 tasks): Task Name Start Time End Time Make wooden base 0 2 Make wooden back 2 3 Cut foam for back and base 3 4 Make covers 4 7 Fit covers 7 10 Put everything together 10 11 Task scheduling details (7 tasks total, 14.000 cumulative duration): Task Name Min Start Time Slack Make wooden arms and legs 3 4 Make wooden back 2 0 Make wooden base 0 0 Cut foam for back and base 3 0 Make covers 4 0 Fit covers 7 0 Put everything together 10 0 Figure 5: Network diagram Identify approaches can be used for project management and quality control in sales, stock or purchases process There are multiple approaches which can be used for project management quality control in sales, stock and purchase process. Sales: In sales process, focus should be on ensuring a minimum credit limit for the customer. This will ensure that there are no long pending dues on the retailers. Furniture Company should focus on only those retailers who are able to complete the sales process and complete the payment for the received product in time. Purchase Stock: For stock, Furniture Company should focus on Just in Time (JIT) approach. Which means that it has to stock only those items which are already demanded or will be demanded in recent future. Which means, rather than manufacturing the products in anticipation from market and piling up the inventory, Furniture Companys operational process should be flexible enough to manufacture on demand. This will help in reducing any wastage on unsold product due to poor demand. Overall, it can be said that management approach should be focused on close integration of sales, purchase and stock processes. These processes are integral to the production cycle of a product. Hence, having tight control on these processes is essential to achieve high efficiency. Also, by following approaches like JIT, Furniture Company will be able to regularize its supply of raw material, and in turn giving stability to the purchase process. Conclusion Based on above analysis, it is clear, that operations management is a complex process which consists of various functions in an organisation. When it comes to strategic planning, operations management has critical role in it. Functions of operations defined above helps the organisation to anticipate the demand, procure the raw material and accordingly manufacture the products. In a way, operations management lays the foundation of entire business strategy, on the basis of which organisation goes into the market with its product or services. References Aquilano, N. J., Chase, R. B., Davis, M. M. 1991. Fundamentals of operations management. Homewood: Irwin. Chase, J. 2012. Operations management. Tata McGraw-Hill. Chase, R. B., Aquilano, N. J. 1989. Production and operations management: A life cycle approach (pp. 748-848). Homewood, IL: Irwin. Evans, J. R. 1997. Production/operations management: Quality, performance, and value. St Paul, MN: West Publishing Company. Fitzsimmons, J. A., Fitzsimmons, M. J. 2006. Service management: operations, strategy, and information technology. New York: McGraw-Hill. Gaither, N. 1987. Production and operations management: A problem-solving and decision-making approach. Dryden Press. Heizer, J. H., Griffin, P., Render, B. 2014. Operations Management. Supply-chain management, 434(436), 438-450. Heizer, J. H., Render, B., Weiss, H. J. 2004. Operations management (Vol. 8). Pearson Prentice Hall. Krajewski, L. J., Ritzman, L. P. 1999. Operations management. Reading, MA ua: Addison Wesley. Krajewski, L. J., Ritzman, L. P., Malhotra, M. K. 2007. Operations management: processes and value chains. McCutcheon, D. M., Meredith, J. R. 1993. Conducting case study research in operations management. Journal of Operations Management, 11(3), 239-256. Rotaru, K., Churilov, L., Flitman, A. 2014. Can critical realism enable a journey from description to understanding in operations and supply chain management?. Supply Chain Management: An International Journal, 19(2), 117-125. Russell, R. S., Taylor, B. W. 1998. Operations management: Focusing on quality and competitiveness. Upper Saddle River, New Jersey: Prentice Hall. Schonberger, R. J., Knod, E. M. 1994. Operations management: Continuous improvement. Slack, N., Brandon-Jones, A., Johnston, R. 2013. Operations management. Pearson. Slack, N., Chambers, S., Johnston, R. 2010. Operations management. Pearson Education. Stevenson, W. J., Hojati, M. 2007. Operations management (Vol. 8). Boston: McGraw-Hill/Irwin. Stuart, I., McCutcheon, D., Handfield, R., McLachlin, R., Samson, D. 2002. Effective case research in operations management: a process perspective. Journal of Operations Management, 20(5), 419-433. Thomas, D. J., Griffin, P. M. 1996. Coordinated supply chain management. European journal of operational research, 94(1), 1-15. Voss, C., Tsikriktsis, N., Frohlich, M. 2002. Case research in operations management. International journal of operations production management, 22(2), 195-219.

The Arctic Essay Example For Students

The Arctic Essay The Artic is a region at the upper most tipof the Northern Hemisphere. The Artic includes the areaaround Greenland, USSR, Canada and Alaska. Much of theArtic circle is permanently frozen ice. The Artic is a pristineenvironment, clean and void of human interference. Howeveras humans move into these areas and begin to extract whatever they can be balance can be tipped, resulting in pollutionand destruction of the environment. Climate. The Articwinters much longer than the Summer. In the winter the sunnever rises and in the summer it never sets. The averagetemperature for the Artic is zero degrees of less. Industryand the Artic. There was once a time when the land of theArtic Circle was considered useless and only hospitable tothose native to it. However once vast quantities of oil andfish had been found there was a rush of interest in the land. We will write a custom essay on The Arctic specifically for you for only $16.38 $13.9/page Order now Fishing in the Artic has occurred for thousands of years butin recent years man has been fishing the Artic; in greaternumbers and taking more fish. Professional fishermen aretaking all kinds of fish as well as whales and seals. In someareas fishermen have become so efficient at their job thatquotas have needed to be put on to limit or stop the captureof certain animals. There are many mineral deposits withinthe Artic Circle. In Russia: nickel, iron ore, apatite,diamonds, gold, tin, coal, mica, and tungsten. In Sweden:iron ore. In Greenland: lead, zinc, molybdenum and cryolite. Spitsbergen: coal. Canada: uranium, copper, nickel, lead,zinc, tungsten and iron ore. The digging out of mineralswould inevitably disturb the natural habitat as well as theenvironment there would be a great cost to maintain the site. Industry that is designed to process various minerals havewaste products that would be most unwelcome in the Artic. A good example of this is the pollution that has arisen as aresult of the smelting of metals in the Artic. It is for thisreason that there is very little industry in the Artic. HoweverRussia, Canada, Greenland and Iceland have several smallscale manufacturing plants. The largest industry in the Artic isoil. The rush began in 1968 when a large oil field wasdiscovered, there was a great deal of protest but thedevelopment went ahead. Oil extracted from the felid makesits way to Port Valdez via a 1300 kilometre pipeline. Although steps were taken to limit the pipelines affect on theenvironment it still disrupts the migration of caribou. In 1989the unthinkable happened and the super tanker ExxonValdez ran aground spilling millions of gallons of crude oilinto the Prince William Sound. The effects of the slick weredevastating. Within a week workers counted 24000 deadsea birds and 1000 sea otters. The effects of the slick werefelt throughout the food chain from photoplankton to bears. The Exxon company funded the clean up but there was nocompensation for the hundreds of people that lost their jobas a result of the slick. Pollution of the Artic A large threat tothe Artic is transboundry pollution and bioaccumulation. These are both complex subjects but are easily explained. Transboundry pollution is the pollution of the Artic fromother countries. The ocean currents and wind conditionsresult in large amounts of pollution being deposited in theArtic. In winter when the sun is low thick blankets of hazecan be seen over the Artic. Bioaccumulation is the processwhere pollutants build up in the Artic because they cannot bebroken down due to the extreme cold. Once harshchemicals find their way into the food chain they stay thereforever, trapped in the animals and sediments. A result ofincreased pollutants in the atmosphere is the occurrence ofacid rain. Sulphur and Nitrogen dioxides drift fromdeveloped countries and when they mix with water in theatmosphere they can produce acid rain as strong as lemonjuice. The acid snow melts in summer and spring producingan acid shock that can kill animals and plants alike. In 1986the nuclear reactor in Chernoybl exploded sending a nuclearcloud into the atmosphere that among other placescontaminated plants and animals in th e Artic region. .ucfc402c888bd6dbdfd8a68ff711101d6 , .ucfc402c888bd6dbdfd8a68ff711101d6 .postImageUrl , .ucfc402c888bd6dbdfd8a68ff711101d6 .centered-text-area { min-height: 80px; position: relative; } .ucfc402c888bd6dbdfd8a68ff711101d6 , .ucfc402c888bd6dbdfd8a68ff711101d6:hover , .ucfc402c888bd6dbdfd8a68ff711101d6:visited , .ucfc402c888bd6dbdfd8a68ff711101d6:active { border:0!important; } .ucfc402c888bd6dbdfd8a68ff711101d6 .clearfix:after { content: ""; display: table; clear: both; } .ucfc402c888bd6dbdfd8a68ff711101d6 { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .ucfc402c888bd6dbdfd8a68ff711101d6:active , .ucfc402c888bd6dbdfd8a68ff711101d6:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .ucfc402c888bd6dbdfd8a68ff711101d6 .centered-text-area { width: 100%; position: relative ; } .ucfc402c888bd6dbdfd8a68ff711101d6 .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .ucfc402c888bd6dbdfd8a68ff711101d6 .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .ucfc402c888bd6dbdfd8a68ff711101d6 .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .ucfc402c888bd6dbdfd8a68ff711101d6:hover .ctaButton { background-color: #34495E!important; } .ucfc402c888bd6dbdfd8a68ff711101d6 .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .ucfc402c888bd6dbdfd8a68ff711101d6 .ucfc402c888bd6dbdfd8a68ff711101d6-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .ucfc402c888bd6dbdfd8a68ff711101d6:after { content: ""; display: block; clear: both; } READ: The ecological self EssayParticularly affected were lichens, lichens are a plant thatmakes up the majority of a reindeers diet. When thereindeers ate the lichens they became radioactive and manythousands had to be shot. Tourism vs conservation. In thebattle between tourism and conservation, tourism seems toalways win. However in the Artic tourism has so far had littleeffect (compared to other human